scholarly journals ‘I’ve Just Been Pretending I Can See This Stuff!’: Group member voice in decision‐making with a hidden profile

2021 ◽  
Author(s):  
Dawn H. Nicholson ◽  
Tim Hopthrow ◽  
Georgina Randsley Moura ◽  
Giovanni A. Travaglino
Keyword(s):  
Decision Making ◽  
Hidden Profile ◽  
Group Member

Improving Team Decision-Making Effectiveness in a Hidden Profile Scenario

2012 ◽  
Author(s):  
Angela Donovan ◽  
Dennis J. Devine ◽  
Paige E. Coulter-Kern ◽  
Aron J. Kale
Keyword(s):  
Decision Making ◽  
Team Decision Making ◽  
Team Decision ◽  
Hidden Profile

Assessing the Effects of Partisan Bias at the Group Level of Analysis: A Hidden Profile Experiment

2018 ◽  
Vol 47 (6) ◽  
pp. 1283-1302 ◽  
Author(s):  
Brian Manata ◽  
Franklin J. Boster ◽  
Gwen M. Wittenbaum ◽  
Daniel E. Bergan
Keyword(s):  
Decision Making ◽  
Political Ideology ◽  
Group Level ◽  
Political Arena ◽  
Partisan Bias ◽  
Decision Accuracy ◽  
Decision Making Problem ◽  
Group Members ◽  
Hidden Profile ◽  
Level Of Analysis

Although there is some evidence in the political arena that pooling information can overcome individual biases to improve decision-making accuracy, research from the group communication and psychology arenas suggests otherwise. Specifically, research on the hidden profile, a group-level decision-making problem, suggests that groups are decidedly biased when making decisions. This laboratory experiment tested whether or not partisan biases manifest at the group level of analysis. In the main, it was found that groups composed of either all Republican or all Democratic group members were likely to make a decision that was consonant with their party’s political ideology, which ultimately impacted hidden profile solution rates (i.e., decision accuracy). Moreover, supplemental analyses suggest that Republican and Democratic groups reached their biased decisions through different means. A discussion is provided in which the implications of these results are considered.

The Role of Structured Conflict and Consensus Approaches inVirtual Team Strategic Decision Making

2008 ◽  
pp. 1480-1497
Author(s):  
Jerry Fjermestad
Keyword(s):  
Decision Making ◽  
Group Support Systems ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Face To Face ◽  
Systems Research ◽  
Computer Mediated ◽  
Computer Mediated Communications ◽  
Group Member

Do procedures that improve face-to-face decision meetings also improve virtual “meetings?” Might the effectiveness of such procedures improve with practice? This longitudinal experiment investigated the efficiency, effectiveness and group member perceptions of dialectical inquiry (DI) and constructive consensus (CC) approaches to strategic decision making in a virtual (distributed) computer-mediated- communications (CMC) environment. There were no differences between DI and CC groups in terms of decision effectiveness. However, this result has not been unusual in CMC research. DI groups had significantly higher perceived depth of evaluation than CC groups. CC groups reported greater decision acceptance and willingness to work together again than DI groups. The results are discussed in terms of their implications for group support systems research and design in the era of the World Wide Web.

Agreeableness modulates group member risky decision-making behavior and brain activity

NeuroImage ◽  
2019 ◽  
Vol 202 ◽  
pp. 116100
Author(s):  
Fang Wang ◽  
Xin Wang ◽  
Fenghua Wang ◽  
Li Gao ◽  
Hengyi Rao ◽  
...  
Keyword(s):  
Decision Making ◽  
Brain Activity ◽  
Risky Decision Making ◽  
Risky Decision ◽  
Decision Making Behavior ◽  
Group Member
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